Leadership Team Effectiveness Surveys

The Leadership Team Effectiveness Survey

There's nothing much more important that having an effective and cohesive leadership team that displays a real commitment to drive the execution of the organisation's strategy. That leadership team will hold each other accountable and will consider their collective success more important than their own.

Insync's Leadership Team Effectiveness Survey is an invaluable tool in the learning, development and improvement of individual leadership team members. The results of the survey will both help improve the self awareness of each team member and identify actions that each team member can take to improve their own effectiveness. The results for the team as a whole will identify those issues that the leadership team excels at overall and those issues where it needs to improve.

Unlike most 360 or effectiveness surveys which are quite cumbersome and time consuming, our Leadership Team Effectiveness Survey has been designed to be unobtrusive and to be completed in one web based survey by each participant over the web in less than 30 minutes. Our Leadership Team Effectiveness Survey has the following core benefits

  • We use a special online data collection technology that allows all leadership team members to both self-assess their own effectiveness, as well as that of all others in one survey. Each survey statement only needs to be read once and then an assessment is made in respect of each member, as well as a self-assessment. This adds reliability to the results, as respondents can balance their consideration of each member's effectiveness against the others
  • The survey can also be completed by directors and selected direct reports in addition to each leadership team member. This will be of significant additional benefit to each leadership team member
  • The survey can be tailored to your requirements and be adjusted to take into account your competency framework and your other objectives of the survey

Many organisations have more than one leadership team. Some have dozens. The survey and process referred to herein can apply to any leadership team whether that be the main leadership team or for example, an IT, Finance, Sales, Australian, US or any other leadership team. Also where a leadership team provides input to a Director Effectiveness Survey process it can be useful to have directors also provide input to the effectiveness of the leadership team.

Survey framework and survey statements

Our Leadership Team Effectiveness Survey uses the following framework:

1. Personal attributes

2. Leadership

3. Direction, Strategy and Planning

4. Execution 

The survey deals with the main issues that are critical in determining whether the leadership team as a whole and whether individual team members are effective. All those key issues are captured in 27 survey statements some examples of which follow

  • Presents views well (i.e., is articulate and persuasive)
  • Takes full responsibility (and shares credit for success widely)
  • Builds strong relationships (including with peers, the board, customers and key stakeholders)
  • Models and uphold the organisation's values and related behaviours
  • Attracts, recruits and develops great people (including future leaders)
  • Foresees, influences and effectively leads organisational change
  • Fosters a high performance culture (including adding urgency where appropriate)

The survey statements can be added to or tailored at your organisation's request. We also have a short form survey that includes up to 14 survey statements chosen from a large suite of 27 statements.

The Leadership Team Effectiveness Report

The Leadership Team Effectiveness Report is designed to both help improve the self awareness of each team member and identify actions that they can take to improve their own effectiveness.

Individual reports show each person's rating of themselves as well as the rating of each person by others. This highlights areas of strength which can be leveraged. Areas for improvement often exist where others perceive an individual to be less effective than the way they perceive themself. Sometimes the gap in perception can arise if some respondents don't know the individual well, or they could relate to matters where the individual's intentions haven't been translated into behaviours observed by others. It is important to recognise that others cannot observe your intentions; they can only observe your behaviours. An individual's intentions do not always translate into observed behaviours.

The report also shows how the rating of each person by others is compared to the rating by others of all leadership team members. This perspective highlights the perceptions of the individual's relative strengths compared to other members of the leadership team.

Written responses made by the individual and others to the two questions in relation to that team member's contribution to the leadership team are included in the report verbatim and unedited. These written responses add context and further insights to the numerical data included in the report. No written responses are attributed to any particular person, unless such person intentionally included their name in their written comments, or unintentionally identified themselves by virtue of their writing style or particular views.

A separate group report shows the average results for the team as a whole which identifies those issues that the leadership team excels at overall and those issues where it can most improve. These overall perspectives can be benchmarked against the results for other leadership teams.

Next Step

Each team member's report is normally provided to them, either by the CEO or us, as part of a pre-agreed debrief and feedback process. Each leadership team member is encouraged to design, write up and then act on their own development plan. This may involve some internal or third party coaching and/or mentoring. Where it becomes clear that most or all the leadership team could improve in one or two areas that are important to the organisation's success, some joint training and development is often arranged.

Having set a clear baseline, the Leadership Team Effectiveness Survey can be carried out at regular intervals (normally annually) to determine improvements achieved and the impact of specific improvement initiatives.


For more information on Leadership Effectiveness, contact Nicholas Barnett, Chief Executive Officer, at nbarnett@insyncsurveys.com.au or contact our office on (03) 9909 9209.